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  July 24, 2019 | International, Other Defence

  Esper confirmed as new defense secretary, ending Pentagon leadership uncertainty

  By: Joe Gould and Leo Shane III WASHINGTON — The Senate on Tuesday overwhelmingly approved Mark Esper to be the country's 27th defense secretary, ending a wait of more than 200 days for a permanent Pentagon leader. Esper's relatively drama-free confirmation vote — 90-8 — stood in contrast to the seven months of uncertainty in the highest levels of the military's leadership. After former Defense Secretary Jim Mattis was forced out of his post early on the first day of 2019, acting Defense Secretary Patrick Shanahan helmed the department until he suddenly withdrew from consideration for the full-time job in June amid reports of domestic violence among his family members. Esper, who until then had served as Army secretary for since late 2017, bounced between that job and the acting defense secretary job over the last five weeks. Lawmakers and military officials expressed concerns over the temporary, unclear leadership in recent months, especially as other top military posts were vacated. Tuesday's vote ends the longest period the Defense Department has gone without a permanent, confirmed leader since it became a Cabinet-level agency. Senate Majority Leader Mitch McConnell, R-Ky., said ahead of the vote Tuesday that Esper is “beyond qualified” for the top military job. "His record of public service is beyond impressive,” McConnell said. “His commitment to serving our service members is beyond obvious. And the need for a Senate-confirmed secretary of defense is beyond urgent.” Senate Armed Services Committee Chairman Jim Inhofe, R-Okla., offered similar praise. “It's not very often we have someone that is enthusiastically supported by Republicans, by Democrats, and he is obviously the right person,” he said. “He has the trust of our president, the trust of our military, the trust of Congress and the country to keep our nation safe.” The only sharp opposition to Esper's nomination came from Massachusetts Democratic Sen. Elizabeth Warren, a Senate Armed Services Committee member and 2020 presidential hopeful, who grilled Esper over his ties to his former employer, Raytheon. But since President Donald Trump announced Esper's nomination last month, Democrats and Republicans have mostly offered effusive praise for Esper as the right candidate for the job. At Esper's confirmation hearing last week, Sen. Tim Kaine, D-Va., lauded Esper for hosting him and Sen. Mark Warner, D-Va., for an unvarnished look at problematic Army housing in Virginia. “That willingness to show personal accountability was very, very impressive,” Kaine said. “He's been proactive and he's been transparent. ... And I think those are trademarks of exceptional leadership.” Work ahead Esper, a West Point graduate and former Army lieutenant colonel, was vice president of government relations for Raytheon — the third-largest defense contractor in the United States — for seven years before becoming Army secretary. His most notable work leading the Army included a shake-up of the service's acquisitions portfolio. He inherits a military charged with following the National Defense Strategy's focus on competition with Russia and China but still grappling with Iran tensions, politically charged troop deployments on America's southern border and pressure from Trump to exit Afghanistan. The American Enterprise Institute's Rick Berger said the leadership vacuum after Mattis has left the Pentagon “adrift.” Esper would be wise to reset relationships with Capitol Hill and the press, who have both grumbled at a lack of engagement, he added. “The department has never been more timid about telling its story to the public or to Capitol Hill, a legacy of Secretary Mattis and his caretaker successor,” Berger said. Loren DeJong Schulman, a deputy director at the Center for a New American Security, said Esper's priorities will be to fill the department's widespread leadership vacancies, to dig into the fiscal 2021 budget process and to assert himself in decisions regarding tension with Iran. "In doing so, he has the opportunity to reorient some troubling trends in the Pentagon, such as the growing absence of transparency with the press, Hill, and American people, and the dominance of the Joint Staff in what should be political-military policy debates," she said. “Esper is also fighting a White House policy process driven by presidential tweet and instinct, without a responsible deliberate process. Like Mattis, Esper can insist on better cross-agency deliberation to develop policy ideas that support the president's objectives.” Senators will move onto the next Pentagon leadership vacancy tomorrow when they hold a confirmation hearing for David Norquist to be deputy secretary of defense. Trump has already nominated Ryan McCarthy to replace Esper as secretary of the Army. https://www.defensenews.com/news/pentagon-congress/2019/07/23/esper-confirmed-as-new-defense-secretary-ending-pentagon-leadership-uncertainty/

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  December 31, 2018 | International, C4ISR

  The Army’s ‘triad of opportunity’

  By: Mike Gruss Lt. Gen. Bruce Crawford is quick to remind his audience that the United States Army is one of the largest organizations in the world. Crawford understands the scope because, as the service's top uniformed IT official, any way the Army wants to take advantage of the revolution taking place in information technology must go through his office. Crawford became the service's chief information officer in August 2017 and since then has focused on the move to the cloud, hiring staff and protecting data. “A lot of things that we're looking at are aspirational, but what I will tell you is institutionally we are fundamentally in a different place than we were just 12 months ago,” he said. Crawford spoke recently with C4ISRNET Editor Mike Gruss. C4ISRNET: Talk about the Army's enterprise network and the major muscle movements taking place. LT. GEN. BRUCE CRAWFORD: For about the last 18 months, the Army's been focused on the tactical network. We really needed to take a step back from 17 years of continuous combat and say, “Have we properly networked the soldier?” Of course, the answer was “No.” In terms of the enterprise, there are about three big pieces to it. One has to do with our data. It's not just about storing our data. How do we better protect our data? If you pay attention to a lot of the research, 90 percent of the data that exists in the world today has been generated just in the last 24 months. You combine that with investments in cloud. So today it's about $200 billion. By 2020-2021 it's supposed to go to about $500 billion. One of the big focus areas has to be shifting from defending our networks to how do we protect our data. C4ISRNET: What else? CRAWFORD: I call it a triad of opportunity: you have got cloud, identity and access management and credentialing. Once we put our data in a secure, accessible, elastic environment, then how are we going to make sure that we can authenticate who you are, but you can actually access that data? So, taking on the issue of identity, credentialing and access management is the second leg in that stool. Last, but certainly not least, is the power of artificial intelligence and machine learning. The real value of that data is your ability to analyze that data, to predict what some of the challenges may be. C4ISRNET: Do you expect to see two-factor authentication or biometrics being used on the battlefield? CRAWFORD: That technology is here today. The vast majority of our Guard and Reserve forces don't get a government-issued Blackberry. When they come to work, they bring their device. So why shouldn't they be able to leverage their personal device and get access to information that has been put behind a two-party authentication firewall? One of the efforts that we have ongoing is to do exactly that. We're looking at the next six months before we have that capability, at least able to test it and put it in the hands of soldiers. C4ISRNET: Some of those technologies will rely on the cloud. How does the cloud help the Army make decisions faster? CRAWFORD: Right now, the Army has 1,112 data centers. Our goal is to have about 296 centers by 2022. So, you've got to ask yourself, with cloud technology available, do we even need data centers? Being able to aggregate that data, allowing the deployed soldiers to not have to take servers to the battlefield with them. Giving them the ability to be lighter and more mobile and being able to access that data from anywhere they are on the battlefield. It's pretty powerful in terms of increasing their mobility and the survivability of their data. C4ISRNET: How does cybersecurity fit into the Army's modernization process? CRAWFORD: You've heard about this concept of multidomain operations. It's not moving from this domain to this domain to this domain; it's organizing ourselves as an Army and posturing ourselves as an institution to be lethal in all these environments at once if we had to. So this idea of cybersecurity is critical to that. It has to be a part of our DNA as we move forward. The vast majority of the intrusions and vulnerabilities are human error. Cybersecurity has to be a part of who we are. The position now is that every domain that you're operating in is a contested environment. That requires a culture change to remain lethal. C4ISRNET: We hear a lot about Agile and Waterfall development. What's needed across the Army to make sure that it happens? CRAWFORD: A shared understanding of the problem. We recognized software optimization was a problem. The Army's expending a considerable amount of resources just on software sustainment over the [Future Year Defense Program]. Recognizing that it's an issue and then pulling together key stakeholders, not just the services, but organizations like the [National Security Agency] or organizations like FBI and CIA, which can innovate at a pace much faster than we can. My No. 1 concern when it comes to software optimization has to do with the resiliency of the applications developed by industry. A lot of the applications, they work great in the lab. But when you put them on a network, especially our tactical network, and then you have to try and extend that to the disadvantaged user at the tip of the spear? A lot of the applications don't perform as well as they would in a sterile environment. Applications have got to be more resilient. C4ISRNET: The storage of data is a challenge, but also the integration between networks or databases. What are the steps you're taking to make sure that soldiers can get all the information they need? CRAWFORD: One of the efforts that excites me the most has to do with this idea of a common operating environment. You're going to take 19 disparate battle command systems and collapse them onto three specific environments — a handheld environment, a mounted environment and a command post environment — and each is going to have the same look and feel. Now think about the infrastructure. If you can collapse these systems — all with their own server farms, all with their own standards, all developed by different people, all from different organizations — if you can collapse those all onto a common operating environment, think of the things that you can divest of, but also think of the complexity. We really need to remove the burden of integration from the backs of soldiers. There is a lot of value in that, to include increased mobility for the soldier. C4ISRNET: What are some of the technologies that get you excited? CRAWFORD: The U.S. Army is the third-largest organization of any kind in the world. You've got to ask yourself, “Do we have total asset visibility? Do we have the ability to know what's on our network?” Enterprise license agreements and the things of that nature. Imagine the power of that, if you had 100-percent visibility — not just of your network from a cybersecurity perspective, but when it comes to a term that I am calling information technology accountability, or investment accountability. If you had 100-percent investment accountability, meaning you knew every time an IT dollar was spent, who spent it and was that done against one of your modernization priorities. C4ISRNET: Those are a lot of the same problems that we see in the business world. You're not starting from scratch. You can use commercial products. CRAWFORD: Absolutely. So, there are several things that we are looking to partner more closely with industry. It's the technologies that give us total asset visibility and reduce the number of tools, reduce the number of enterprise license agreements, help us with better visibility of cybersecurity. Then there's another that I'm really interested in: it's talent. Do we have the talent, right now on board, to deliver the technologies that the Army's going to need in 2028 and the answer is no. We're in a race for talent. We've got an effort called “Workforce 2028” that is looking at the 13,600 IT professionals ... We've looked and asked, “OK, what skill sets are really required, based on what we know now, in the next 5 to 10 years?” That's a tough one. C4ISRNET: What do you hope to accomplish in the next 12 months? CRAWFORD: I talked about a race for talent. That's really important that we posture ourselves to get the right people on the team. C4ISRNET: How do you measure that, though? CRAWFORD: Well, you've got to measure it in terms of knowing what skill sets you need, so there's some work that has to be done upfront and we're doing that work now. And you either began — you created a process to allow you to iterate and field the skill sets — or you didn't. It won't be that difficult to measure, but it's got to be an institutional approach. It's not just in the Pentagon. I want to be able to tell you a year from now that we have created a process or leveraged an existing process, because we've actually been granted some authorities by Congress and others over the last couple of years to better posture ourselves. The other thing has to do with protecting our data. Over the next four years, I want to put 25 percent of 8,000 existing applications in a cloud hosting environment. And I've created a process that allows us to do that. It's in support of and synchronized with where the DoD, Mr. [Dana] Deasy is going with the JEDI effort. We live in times now where status quo can no longer be the norm. https://www.c4isrnet.com/it-networks/2018/12/28/the-armys-triad-of-opportunity

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  August 21, 2020 | International, Aerospace, Naval, Land, C4ISR, Security

  Contract Awards by US Department of Defense - August 17, 2020

  AIR FORCE L3Harris Technologies Inc., Clifton, New Jersey, has been awarded a $55,000,000 single-award, indefinite-delivery/indefinite-quantity contract with cost-plus-fixed-fee task orders for innovative research and development and to provide the Integrated Demonstrations and Applications Laboratory simulation and testbed capabilities required to rapidly develop, integrate, mature, insert and transition technologies/systems to meet critical/urgent warfighter mission requirements. Work will be performed at Wright-Patterson Air Force Base, Ohio, and is expected to be completed by Aug. 18, 2027. This award is the result of a competitive acquisition and one offer was received. Fiscal 2020 research, development, test and evaluation funds in the amount of $2,785,000 are being obligated at the time of award. Air Force Research Lab, Wright-Patterson AFB, Ohio, is the contracting activity (FA8650-20-D-1960). NAVY B.L. Harbert International LLC, Birmingham, Alabama, was awarded a$23,160,000 firm-fixed-price task order N69450-20-F-0891 under a multiple award construction contract for entry control facility (ECF) upgrades at Naval Air Station Joint Reserve Base, New Orleans. The work to be performed provides for both on-site and off-site work to construct an ECF consisting of single story steel‐framed, reinforced concrete masonry units with standing seam metal roofs and pile foundations. It also constructs a reinforced concrete bridge to cross the Barriere Canal. The options, if exercised, provide for the visitor control center building and parking, commercial vehicle inspection office, canopy and parking and furniture, fixtures and equipment for the ECF, visitor control center and commercial vehicle inspection office. The task order also contained five unexercised options, which if exercised, would increase cumulative task order value to $26,175,624. Work will be performed in New Orleans, Louisiana, and is expected to be completed by January 2023. Fiscal 2020 military construction (Navy) contract funds in the amount of $23,160,000 are obligated on this award and will not expire at the end of the current fiscal year. Three proposals were received for this task order. The Naval Facilities Engineering Command, Southeast, Jacksonville, Florida, is the contracting activity (N69450-19-D-0908). (Awarded Aug. 13, 2020) ARMY CPP Construction, Gaithersburg, Maryland, was awarded a $9,627,000 firm-fixed-price contract for the McMillan backwash discharge to sewer construction project. Bids were solicited via the internet with seven received. Work will be performed in Washington, D.C., with an estimated completion date of Nov. 23, 2021. Fiscal 2020 Washington aqueduct capital improvement funds in the amount of $9,627,000 were obligated at the time of the award. U.S. Army Corps of Engineers, Baltimore, Maryland, is the contracting activity (W912DR-20-C-0033). Curtin Maritime Corp.,* Long Beach, California, was awarded a $7,999,999 firm-fixed-price contract for to deepen the Port of Hueneme federal navigation channels in Ventura County, California. Bids were solicited via the internet with three received. Work will be performed in Port Hueneme, California, with an estimated completion date of March 15, 2021. Fiscal 2020 civil Navy funds in the amount of $7,999,999 were obligated at the time of the award. U.S. Army Corps of Engineers, Los Angeles, California, is the contracting activity (W912PL-20-C-0029). *Small Business https://www.defense.gov/Newsroom/Contracts/Contract/Article/2315678/source/GovDelivery/